Human Resources in Hotels faces two likely scenarios - evolving to become more important by adapting to changing needs, or being outsourced using technology. To evolve, HR must view itself as a leader and profit center by reducing costs like turnover and boosting productivity. Alternatively, HR may disappear if technology allows employees to process their own information. Current HR professionals must reduce inefficiencies and add value to survive.
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
Balsys HR Consulting provides Human Resource Management services as well as, Coaching and Recruitment services. We provide Human resource management support to small and medium size companies with no or limited inhouse HR specialist in Switzerland.
We provide seach and selection services for clients in Switzerland and throughout Europe looking for qualified professionals to fill their open vacancies.
We also provide a number of services for individuals, including job search and coaching. We are committed to offering support and guidance, which meets the needs of all our clients.
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
Balsys HR Consulting provides Human Resource Management services as well as, Coaching and Recruitment services. We provide Human resource management support to small and medium size companies with no or limited inhouse HR specialist in Switzerland.
We provide seach and selection services for clients in Switzerland and throughout Europe looking for qualified professionals to fill their open vacancies.
We also provide a number of services for individuals, including job search and coaching. We are committed to offering support and guidance, which meets the needs of all our clients.
Psikologi sdm - Human Resources in a Globally Competitive BusinessRizkiani Soraya
Menggambarkan tantangan-tantangan yang dihadapi oleh SDM dalam kompetisi bisnis global dan cara-cara penanggulangan agar tidak tertinggal dengan kompetitor. Materi ini dibahas pada mata kuliah Psikologi Sumber Daya Manusia pertemuan kedua Program Magister Psikologi Sains UPI YAI, disusun dan di presentasikan oleh Rizkiani Soraya. Referensi buku: Wayne F. Cascio - Human Resources Management
Line and staff, responsibility of hrm lecture_ 02 classabir hossain
Authority is the right to make decisions, to direct the work of others, and to give orders.
Authority refers to the rights inherent in a managerial position to give orders and expect the orders to be obeyed.
Authority was a major tenet of the early management writers, the glue that held the organization together.
It was to be delegated downward to lower-level managers. Each management position has specific inherent rights that incumbents acquire from the position's rank or title.
Authority is related to one's position and ignores personal characteristics. When a position of authority is vacated, the authority remains with the position.
Line Authority
Staff Authority
Functional Authority
Line Manager
Staff Manager
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
MEASURE UP: Measuring and Increasing Quality of HiresRecruitLadder
The first in a series of white papers that investigates the metrics most used by recruiters. Discover best practices for measuring and making better professional-level hires. See how top recruiters are using performance metrics to enhance their effectiveness. Act now to receive the new "Measure Up" white paper.
‘TAS’ is a ‘Professional Employer Organization’ to take care of your HR needs so that you can concentrate on your core objective. In-depth experience and expertise in recruitment support, learning & development, employee data services and temp staff payroll management.
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
Psikologi sdm - Human Resources in a Globally Competitive BusinessRizkiani Soraya
Menggambarkan tantangan-tantangan yang dihadapi oleh SDM dalam kompetisi bisnis global dan cara-cara penanggulangan agar tidak tertinggal dengan kompetitor. Materi ini dibahas pada mata kuliah Psikologi Sumber Daya Manusia pertemuan kedua Program Magister Psikologi Sains UPI YAI, disusun dan di presentasikan oleh Rizkiani Soraya. Referensi buku: Wayne F. Cascio - Human Resources Management
Line and staff, responsibility of hrm lecture_ 02 classabir hossain
Authority is the right to make decisions, to direct the work of others, and to give orders.
Authority refers to the rights inherent in a managerial position to give orders and expect the orders to be obeyed.
Authority was a major tenet of the early management writers, the glue that held the organization together.
It was to be delegated downward to lower-level managers. Each management position has specific inherent rights that incumbents acquire from the position's rank or title.
Authority is related to one's position and ignores personal characteristics. When a position of authority is vacated, the authority remains with the position.
Line Authority
Staff Authority
Functional Authority
Line Manager
Staff Manager
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
MEASURE UP: Measuring and Increasing Quality of HiresRecruitLadder
The first in a series of white papers that investigates the metrics most used by recruiters. Discover best practices for measuring and making better professional-level hires. See how top recruiters are using performance metrics to enhance their effectiveness. Act now to receive the new "Measure Up" white paper.
‘TAS’ is a ‘Professional Employer Organization’ to take care of your HR needs so that you can concentrate on your core objective. In-depth experience and expertise in recruitment support, learning & development, employee data services and temp staff payroll management.
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
Creating brand value through social innovationGerhard Barcus
Brands have a great opportunity to create economic value from social innovation. See global best practice cases applied to the context of Iran, the biggest white spot market.
The United States of America is in the midst of an enormous demographic and economic transformation; effects are witnessed through decreased labor force participation, stagnant economic growth, and financially strained government programs. Layered within the demographic change is a system morphed through partisan interests and inequitable assumptions. The country’s social insurance programs perpetuate on guarantees that supporters receive similar benefits as needed. Academics and government officials have warned of the coming population wave for decades, yet little action has been taken to mitigate associated problems.
Safety nets are critical for developed nations to maintain minimum living standards and some forms are sustainable. U.S. social insurance programs are underfunded by $39.698 trillion dollars, net of assets and future tax revenue, if continued under the current structure. The following research is provided to raise awareness of the existing system’s insolvency, generational inequity, and long-term costs in hope of instigating the necessary discussion of realigning economic, fiscal, and social policies onto a sustainable trajectory.
The title is a rich compilation of essays written by human resources (HR) professionals, consultants and scholars from around the world on the future of HR function in business strategy and the course of action that will help shape the form and substance of the function
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
Paper Review : "The transformation of the human resouce function resolving th...Zeyd GÜLESİN
Paper Review : "The transformation of the human resouce function resolving the tension between a traditional administrative and a new strategic role", Michael Beer
Learn how employee assessments give organizations tools that helps leaders make smarter people decisions.
The specific benefits include:
Selecting people most likely to succeed in a job
Accelerating time for people to become fully productive
Improving alignment and communication
Reducing conflict, absenteeism and turnover
Increasing overall workforce capability, productivity, and agility
1. Human Resources in Hotels
A Valuable Means to Differentiate
From the Competition
Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
2. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
Contemporary Concerns for HR
• The role HR plays in Lodging Operations
of the Future
• Consequences of Turnover
• Complying with Employment Laws
• Boosting Employee Productivity
3. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
HR at the Crossroads
• Two likely scenarios for the HR function in
hotels:
– HR will evolve, adapt, and become more
important to lodging organizations.
– HR in lodging organizations will be
outsourced using outside talent and
technology.
4. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
Alternative 1: HR as a Leader
• Organizations must look beyond cost
containment to get value from the HR function.
– Difficulty with organizational structures is that HR is
not viewed as a profit center.
– Useful ways to look at HR as a “profit center”
• Reduction in employee loss time
• Reduction in sick days
• Reduction in Recruiting costs
• Etc. Can you think of other ways to reduce the costs of
managing employees?
5. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
HR as a Leader
• Another way to look at the cost effect of
HR other than cost reduction is
productivity
– Improved employee productivity
– Returning guests through employee-guest
interactions
– Can you think of other ways that employee
productivity can be measured?
6. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
Alternative 2: HR will Disappear
• Positive side of this scenario:
– Technology provides for a reduction of redundant functions
• Employees processing HR information themselves
• HR functions moving to a Central Location
• Negative Side of this scenario
– HR is the enemy – causes operations extra work
– HR is inefficient – too many support staff that do not come in contact
with the guest
– HR is out of touch – they do not understand what it takes to take care
of the guest.
Current HR professionals in hotels must strive to reduce the negative
attributes often associated with the HR function and look for ways
to add value to the properties that make up the organization.
7. Traditional Roles of HR
Employee performance appraisal
Wages and benefit management
Recruitment
Training
Hiring
•
•
•
•
•
Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
8. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
HR as an Organizational Leader
• Key concerns that HR must consider to become an
organizational leader:
– Employee motivation
– Jobs as careers
– Job fatigue
– Changing role of supervisor
– Employees in the decision making process
– Sharing management with other organizational stakeholders
– Consequences of technology on jobs and organization
– Cross cultural attitudes
– Social responsibility of employees and organization
9. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
Consequences of Turnover
• Actual costs incurred by employee
separation
• Cost of recruiting new employees
• Inefficiencies of new employees in
training
• Disruption of guest service and employee
moral
• Opportunities for diminished image, lost of
customer loyalty etc.
10. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
Consequences of Turnover
• A fine line between tenure and
performance
– Organizations must constantly review policies
and practices to ensure that employees
productivity does not diminish as they reach
longer periods of tenure.
• What are strategies that hotels can undertake to
reduce job fatigue and reduced productivity?
11. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
Calculating Turnover
• TO % = Number of new hires /
Total number of employees
• For example:
– 75 employees when fully staffed
– 60 new employees hired during the period
– = 60/75 or 66.6 %
12. Department of Hotel, Restaurant and Institutional Management
Department of Hotel, Restaurant and Institutional Management
Mentoring
• An Important way to enhance:
– Productivity
– Moral
– Retention
• Positive effect on both mentor and protégé
• Stages of Mentoring
– Initiation of the relationship
– Cultivation of the relationship
– Separation of the relationship
– Redefinition of the relationship